This document outlines a strategy for informing Montenegrin citizens about the European Union and Montenegro's EU accession process from 2014-2018. The strategy aims to improve citizens' understanding of the commitments, responsibilities, and benefits of EU membership. It also seeks to address a lack of interest and knowledge among citizens regarding the accession process. The strategy was developed by the Montenegrin government in consultation with communications experts, NGOs, and international partners. It analyzes strengths, weaknesses and lessons learned from past communication efforts. The strategy defines communication objectives, target audiences, messaging, channels, implementation structures and a monitoring/evaluation plan to achieve greater citizen support and engagement regarding Montenegro's EU integration path.

1. STRATEGY FOR INFORMING CITIZENS
ABOUT THE EUROPEAN UNION AND
MEMBERSHIP PREPARATIONS FOR
PERIOD 2014-2018
Podgorica, March 2014

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Working group:
- Gordana Jovanović, Deputy Prime Minister's adviser for communication support
to integration processes, coordinator of the Unit for PR and Communication
Support to Integration Processes; Ministry of Foreign Affairs and European
Integration
- Miodrag Strugar, PR expert;
- Eleonora Albijanić, PR expert;
- Radoje Cerović, communications specialist;
- Draženka Bećirović, public relations adviser to the Minister of Economy;
- Jelena Raspopović, PR officer, Ministry of Transport and Maritime Affairs;
- Snežana Radović, Director General, Directorate General for European
Integration, Ministry of Foreign Affairs and European Integration;
- Milivoje Jurišić, secretary of the Negotiation Group, Ministry of Foreign Affairs
and European Integration;
- Nada Vojvodić, adviser at Chief Negotiator’s Office, Ministry of Foreign Affairs
and European Integration;
- Tijana Ljiljanić, Head of Office for Coordination and Horizontal Issues, Ministry of
Foreign Affairs and European Integration;
- Irena Bošković, Office for Coordination and Horizontal Issues, Ministry of Foreign
Affairs and European Integration;
- Tijana Vuković, Unit for PR and Communication Support to Integration
Processes, Ministry of Foreign Affairs and European Integration;
- Momčilo Radulović, NGO European Movement in Montenegro, Podgorica;
- Ana Vujošević, NGO Centre for Civic Education, Podgorica;
- Biljana Jovanović, NGO Centre for Democratic Transition, Podgorica;
- Ivan Vučinić, secretary of the working group, Ministry of Foreign Affairs and
European Integration.

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TABLE OF CONTENTS
1. Introduction –– what we want to achieve with the Strategy.................................................5
2. Current phase and future challenges in Montenegro’s EU accession process ................7
3. Time frame..................................................................................................................................9
4. State of affairs and recommendations – Lessons learned.................................................10
4. 1. Lessons learned:............................................................................................................. 10
5. Strengths, weaknesses, opportunities, threats analysis (SWOT) .....................................13
6. Communication approach ......................................................................................................15
7. Communication strategy objectives......................................................................................16
7. 1. General objective............................................................................................................ 16
7. 2. Specific objectives.......................................................................................................... 16
8. Target audiences....................................................................................................................18
8. 1. Domestic communication .............................................................................................. 18
8. 2. International communication......................................................................................... 19
9. Tone, language, and messages.............................................................................................20
9. 1. The message house........................................................................................................ 20
10. Communication channels, tools, and techniques.............................................................22
11. Informing about the negotiation process and EU support programme..........................24
12. Communication participants and partners.........................................................................25
12. 1. National partners........................................................................................................... 25
12. 2. International partners................................................................................................... 26
13. Implementation of the Communication Strategy – principal bodies and structures....28
14. Mapping the stakeholders involved in the process ..........................................................31
15. Visual identity of the EU integration process ....................................................................32
16. Budget and resources...........................................................................................................33

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17. Monitoring and evaluation – Report on the implementation of the communication
strategy.........................................................................................................................................34
17. 1. Evaluation...................................................................................................................... 34
17. 1. 1. Non-regular evaluation..........................................................................................34
17. 2. Monitoring...................................................................................................................... 34
17. 2. 1. Continuous/permanent monitoring level.............................................................35
17. 2. 2. Systematic level......................................................................................................35
18. Conclusion..............................................................................................................................36
19. Table 3: Overview of objectives, keymessages, communication channels, and tools
for individual target audiences..................................................................................................37
20. LITERATURE..........................................................................................................................50
21. ANNEXES................................................................................................................................51

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Acronyms list:
 EU – European Union;
 NGO – Non-governmental organisations;
 Union – European Union;
 ELARG – European Commission's DG Enlargement;
 IPA – Instrument for Pre-accession Assistance;
 PPF/SMF instrument – IPA reserve list
 MFAEI – Ministry of Foreign Affairs and European Integration

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1. Introduction –– what we wantto achieve with the Strategy
Montenegro’s European integration is the Government's strategic priority, and for this reason it
is crucial to inform the citizens about the commitments, responsibilities, and benefits arising
from membership, as well as to reduce some ill-founded stereotypes related to the accession
process and the membership itself. It is necessary to help citizens understand that the process
of European integration concerns them and that they will reap the most benefits in both the pre-
accession period and after we join. By providing timely and objective information, citizens need
to receive a clear and concrete understanding of responsibilities and commitments of the future
process of integration.
Public opinion surveys showed that citizens have a positive perception of the benefits that
membership will bring in various areas, and they think that after negotiations are completed, and
Montenegro becomes an EU member, a process of internal reforms will be undertaken thus
leading to a better living standard for citizens. On the other hand, first-hand experience and the
available surveys point to a lack of interest among the citizens for the topics related to the
accession process, and there are also those who are not sufficiently informed about the
Montenegro’s EU integration process. Overcoming these challenges will be an important task
for the implementers of Strategy for Informing Citizens about the European Union and
Membership Preparations 2014-2018 (hereinafter Communication Strategy).
This document is an expression of a sincere and transparent desire of the Government to
improve communication at all levels. For this reason, the Ministry of Foreign Affairs and
European Integration, together with international partners, passed through intensive
preparations in drafting this Communication Strategy. For this reason, in its preparation we
involved a number of communications specialists, PR professionals, and NGOs dealing with this
field, but also made internal consultations at the Government, and through consultations with
the public we aim to promote the communication approach suggested by this document –
transparency, information provision, partnership, and dialogue.
In drafting this Strategy, we observed the previous experience, and consequently put an
emphasis on Chapter “State of affairs and recommendations – Lessons learned,” in which we
took notice of our experience, public opinion surveys, and analytical documents made by
Montenegrin and international NGOs, and we also consulted the comparative practice from
previous enlargement periods, as well as the Communication strategy of the EU Delegation to
Montenegro.
Bearing in mind that it is the entire society ultimately joining the EU, in the five years covered by
the Communication Strategy we should aim to establish communication mechanisms and
develop communication activities that will contribute to a better citizen understanding and
greater interest in the process, as well as boost their support for the accession process.
The Strategy took into account the new accession dynamics, the current phase, and the
forthcoming commitments related to the accession process, including the EU support
programmes, all of which call for new communication channels, tools, and techniques, catching
up with contemporary communication trends, and the needs of various target audiences. All of
this was duly considered in the preparation of the Strategy.
This will be the key task for the Government and other stakeholders – how to reach all the
citizens, with what messages, through which channels, and in what ways to talk to them? This

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Strategy therefore provides a strategic framework for public relations professionals/negotiation
structure/communicators, whereas the list of activities to be implemented over the five-year
period will be defined in annual action plans.
This is no easy work, as previous enlargement experiences showed. The reason lies in the
complexity of the process, which is being undertaken by Montenegro for the first time, and
which requires coordination of many participants. This is why the document aims to provide
solutions to the issues of insufficient local and national administrative capacity, public relations,
and current challenges in the media community by getting the target audiences involved in the
best possible way and by ensuring they receive the right message.
The experience shows that successful communication programmes do not just happen, but are
a product of thorough research, diligent planning, and careful implementation. Therefore, this
document defines clear methods, channels, tools, and target audiences, so the communicators
of the EU integration process would have an easier job in communicating both at the
Government level and the level of local self-government.
We believe that this document, which will be subject to amendments as the process progresses,
will contribute to meeting our key objective, but also the set of specific objectives.
We wish to thank our partners – the European Union Delegation to Montenegro, the British
Council and the UK Embassy in Montenegro, the Capacity Development Programme (CDP) –
for their help in implementing a great number of activities in the process of drafting this
Communication Strategy.

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2. Currentphase and future challenges in Montenegro’s EU accession
process
Montenegro has launched EU accession negotiations on 29 June 2012. In the first year and a
half of negotiations (June 2012 – December 2013), Montenegro has made good results, which
came after thorough and comprehensive preparations, diligent work, and great commitment not
just of the state administration but the civil society and other stakeholders in our country.
A very good negotiation structure has been established, analytical overview process of legal
harmonisation with the EU acquis has been completed, and two negotiation chapters were
opened and provisionally closed: 25 – Science and Research, and 26 – Education and Culture.
At the end of 2013, five chapters have been opened: 5 – Public Procurement; 6 – Company
Law; 20 – Enterprise and Industrial Policy; and the two most important chapters that deal with
the rule of law and make a back-bone of every society: 23 – Judiciary and Fundamental Rights
and 24 – Justice, Freedom, and Security. The opening of Chapters 23 and 24 is the essence of
the new approach to EU’s accession negotiations with potential member-states. The opening of
these two chapters meant that the basic requirement of the new approach has been met: “open
them at the beginning, close them towards the end.” This way, Montenegro has become the first
country to test this approach, and its experience will be very important for other countries
wishing to join the EU.
In the time ahead, we will work with the same diligence to meet the requirements necessary for
the quick opening of other negotiation chapters, which will contribute to thorough reforms,
alignment with EU standards, and development of the Montenegrin society.
What lies ahead is a period of hard work meeting our commitments and facing the challenges.
The challenges are many. Most important ones are the need to develop further the strategic
framework, harmonisation and implementation of laws and other standards, development of
existing and establishment of additional administrative capacity, and financial means for
realisation of all the commitments.
Bearing all this in mind, the Government of Montenegro adopted in December 2013, after
months of work, a five-year plan entitled Programme of Accession of Montenegro to the EU
2014-2018, which clearly defines the agenda of activities in thirty- three negotiation chapters.
When it comes to administrative capacity, the negotiation process, and getting closer to
membership, this document recognises the need for new know-how and professional training,
which in turn require institution building and development, education of current employees, and
hiring new people in the areas where more capacity is required. This document will be subject
to further improvement in accordance with the needs of the Montenegrin society, its citizens,
and institutions in the process of EU integration.
When it comes to adopting new regulation, a total of 1.258 legal documents (228 laws and
1.030 bylaws) are planned to be adopted in 2014-2018.
Most financial assets will be required for Chapter 12 – Food Safety, Veterinary, and
Phytosanitary Policy, 15 – Energy, 27 – Environment, and 29 – Customs Union. These funds
will be required for infrastructure investment (water cleaning installations, wastewater systems,

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sanitising the locations containing dangerous industrial waste, facilities for processing animal
by-products, construction of border crossings for animal commodities, construction of facilities
for strategic oil reserves, IT system development, etc.).
Constant attention will be given to implementation of rule of law reforms with great importance
for further economic development and normal functioning of the system.
A society’s development and strength are assessed by looking at the level of development and
strength of its institutions. Therefore, it is necessary to do the following: continue supporting the
reform of the judiciary, which will in turn ensure its independence and efficiency; improve quality
of public administration; intensify reforms in the area of economy; improve the business
environment by strengthening competition; and improve the quality of goods and services.
An important element of Montenegro’s EU accession is the Instrument for Pre-accession
Assistance (IPA), which serves to build the institutional capacity for efficient enforcement of the
EU acquis communautaire and to prepare the country for using the structural and cohesive
funds after accession. This unique instrument has been envisaged as a comprehensive support
to the EU integration process in the areas of financial assistance, technical, and expert
assistance to reforms in the country.
Montenegro is currently entitled to IPA support from the first two components (I – Transition
assistance and institution building, and II – Cross-border cooperation), coordinated by the
European Union Delegation in Podgorica. Montenegro will be entitled to other three components
after the European Commission adopts a Decision on transferring the management over IPA to
Montenegro (decentralised management).
In parallel with the reform activities needed to prepare the Montenegrin society for future EU
membership, it is necessary to intensify the communication with citizens with the view to
reaching a high level of understanding and acceptance of the process and the changes it brings.
For this reason, active participation of all stakeholders is needed, as well as understanding that
European integration is a project relevant for the society as a whole.
Strengthening the consensus at home about Montenegro’s European future, uniting all
potentials, and continuing the responsible and consistent reform-oriented state policy will
guarantee the fulfilment of the vision and mission of modern and developed Montenegro.

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3. Time frame
This communication strategy will be implemented in the period 2014-2018 and will adhere to the
Programme of Accession of Montenegro to the EU for the same period.
Action plans will expand the Strategy in more detail, and they will be drafted by the Ministry of
Foreign Affairs and European Integration in cooperation with partners, such as other state
institutions, EU Delegation to Montenegro, and the civil society. The action plans will be adopted
by the Government.
The Communication Strategy will constantly be subject to evaluation and revision in accordance
with the requirements of the accession process.
The Communication Strategy does not encompass the information campaign in the run-up to
the referendum, having in mind its implementation timeframe. This issue will be dealt with by the
communication strategy for the period after Montenegro and the EU complete the technical part
of accession negotiations, i.e. after they sign the Accession Agreement (which is followed by the
ratification period).

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4. State of affairs and recommendations – Lessons learned
The first Communication Strategy on Informing the Public on Montenegro’s EU Association
Process was adopted in 2004. Implementation of this Strategy was characterised by significant
cooperation with non-governmental organisations.
The Communication Strategy 2010-2014 was defined as a document that “gives guidelines for
better informing and education of the public, with the aim of accomplishing bigger degree of
citizens’ understanding of European integration reform and their active participation in it.”1
The
main objective of the Communication Strategy was: “to raise awareness of the domestic public
on all aspects of the EU accession process, help them better understand rights and
responsibilities arising from membership, raise the level of professional knowledge within public
and private organisations and institutions, as well as inform the international public on the
progress that Montenegro makes in adopting European standards and values.”2
In that regard, the Ministry of Foreign Affairs and European Integration and other key institutions
have in the previous period, together with the EU Delegation, civil society, media, education
institutions, and other stakeholders, pursued a comprehensive promotion of the rights and
obligations arising from membership and encouraged citizens to participate in the process
actively. The strategy identified NGOs as an important multiplier, so over the four-year period,
the NGOs were the Government’s key partner in the implementation of the Strategy, alongside
the EU Delegation.
Having in mind the results of the public opinion surveys by renowned agencies, domestic, and
international organisations; and having in mind that Montenegro is now facing different
circumstances compared to the period when the previous strategy was being drafted; in the
drafting process we noted that the new strategy needs to undergo numerous updates and
adjustments to the future integration phases and it needs to be able to overcome the
implementation shortcomings faced by the previous one.
4. 1. Lessons learned:
Communication with the public requires constant oversight, evaluation, and amendment. As this
important element was absent from the implementation of the previous strategy, it is necessary
to establish a structure that would ensure timely and continued realisation of these activities.
In the process of creating a new Communication strategy, in particular the adoption of annual
action plans, future implementers and multipliers (public opinion shapers) should be included
and better coordinated, with the aim of establishing more efficient organization and stronger
networking, in order to then apply the principles of decentralization and flexibility.
Looking at the experience of the previous strategy, for which no implementation funds were
envisaged by the State budget, it is necessary to assign an adequate budget for the
implementation of the new strategy.
1
Communication Strategyfor Informing the Public on the European Union and Preparations ofMontenegro for
Membership 2010 – 2014 p. 5.
2
Ibid, p. 11.

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The model of implementing communication activities via multipliers (public opinion shaper) has
proved to be a good approach and it should be continued, albeit with a more pro-active and
coordinated approach of the Government and the line ministries. Continuous Government-civil
society cooperation must be ensured in the sense of timely and efficient flow of information, with
the view to harmonising the activity plans of the Government and the civil society. It is
necessary to establish a new body for the cooperation of these structures in activities related to
the implementation of the Strategy.
To ensure expectations are realistic, it is necessary to cherish open dialogue with the citizens
and clearly communicate which rights and obligations stem from EU membership.
In that regard, easily understandable language and concrete examples should be used thus
presenting real-life stories and positive experiences from the region and other EU member
states that deal concretely with the way EU integration has affected everyday life.
Direct contact and field-work is indispensable when it comes to communication and this practice
should be continued, having in mind it has given the best of results.
According to public opinion survey, the changes arising from EU membership is perceived by
the public as forced upon us by the EU, rather than as Government-backed changes that the
citizens need. It is important to ensure citizens understand that changes do not come from
integration itself, but from the need to democratise the society further and create the necessary
preconditions for sustainable development.
Having in mind the need for an intensive sectorial communication, it is necessary to educate,
and strengthen PR units at all levels. At the same time, in order to make the most out of media
activities aimed at informing the citizens about EU integration, state employees performing
communication tasks should undergo continuous training programmes and be involved in the
process of implementing annual action plans.
We must target specific audiences in specific ways in order to provide as detailed information as
possible on the specific topics with which they are concerned.
Despite the awareness on importance of educating the journalists who cover EU integration
issues and conducted trainings and study programs, the lack of resources in the Montenegrin
media and a high level of mobility of staff, resulted with the circumstances that specialized
group of journalists who would exclusively cover this topic almost do not exist. This issue needs
to be treated separately through annual action plans.
Communication projects related to the EU should be better networked, coordinated, and
branded in cooperation with the Ministry of Foreign Affairs and European Integration, the EU
Delegation, and the NGO sector in Montenegro.
Comparative experience of countries that underwent the accession process shows that the
current phase of Montenegro’s integration is too technical and not very comprehensible for the
citizens, which may cause a decline in trust. An additional problem may come from the current
situation in the Union. Namely, due to the financial crisis, but also because of certain post-
accession experiences, scepticism is growing among EU citizens as regards new enlargement.
The rise of Euro-scepticism could be understood in the light of dire economic circumstances the
continent is facing. Those are serious problems still in need on long-term and systemic solutions
within the European Union. Tough economic circumstances in EU member-states, and

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European institutions’ response to these issues, may affect the citizens’ overall opinion about
the EU. At the same time, negative economic trends inherent to all transition societies also
affect Montenegro.
In drafting this Strategy, we took notice of a number of internal and external factors that might
affect its implementation.

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5. Strengths,weaknesses,opportunities,threats analysis (SWOT)
STRENGTHS
 A majority of citizens support
Montenegro’s EU accession
 Firm belief that Montenegro is a
European country, even though it is
not an EU member
 The young are very enthusiastic
about the benefits EU enlargement
will bring
 All parliamentary political parties
support Montenegro’s EU accession
 There is a broad social consensus on
Montenegro’s EU accession
 Media interested in the topic
 Citizens have a positive opinion of
the European Union – the majority
believes domestic reforms will bring
about better life after accession
 New approach to the negotiation
structure organisation – including the
civil society representatives –
ensures synergy of all social
stakeholders
 High level of using IPA financial funds
for reforms and institution building
 Proactive non-governmental sector
approach to EU matters, with a great
number of projects and programmes
in the area of EU integration
WEAKNESSES
 No communication strategy section in
the budget
 Poorly defined and inefficient internal
communication channels at the level
of process implementers
 A third of citizens think the EU
accession is in the best interest of the
politicians rather than citizens
 Insufficient local government capacity
for public relations
 Citizens who do not perceive the EU
as a change-generator
 Shortage of EU-specialised
journalists
 Insufficient public prominence of
negotiation structure members
 Insufficient knowledge about EU
assistance programmes among
potential EU funds bidders and
concerned citizens in general and
insufficient capacity for submitting
requests
 Citizens are insufficiently
knowledgeable of the concrete
benefits and obligations stemming
from membership, which already
produces unrealistic expectations
 Vague terminology in communicating
the EU integration process
 Same messages for all target
audiences

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OPPORTUNITIES
 Montenegro is the leader in the EU
integration process
 EU’s positive outlook at enlargement,
support to Montenegro
 More people are undecided or “mildly
against” than “firmly against”
accession
 Education of journalists and editors
 New regional and international
partnerships
 Good cooperation with the civil
society, especially NGOs (an
example for the region and the EU)
 Experiences of other countries in the
region, especially Croatia and
Slovenia etc.
 Direct contact and field-work
 Establishment of the EU Info-Centre
 Some topics have still not been
covered by the media and are
therefore distant to the citizens
 EU Delegation and civil society
projects
 Availability of financial resources
within EU support programmes
 Establishment of a decentralised
management of the EU Instrument for
Pre-accession Assistance (IPA)
THREATS
 Trust in EU is declining over the last
two years (albeit this took place in
previous enlargements)
 Citizens are not interested in
information about EU accession
 Economic uncertainty in the EU
 Perception among a portion of the
public that European and Euro-
Atlantic integration are causally
connected
 Growing network of Euro-sceptics
 Brain-drain
 Complex decision-making procedures
within EU support programmes
Based on this analysis and the lessons learnt, this communication strategy will prescribe
general and specific objectives, target audiences,3
and messages.
3
More info in chapter: 8. Target Audiences

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6. Communication approach
The Strategy envisages three avenues:
1) PR, with a special focus on media relations;
Basic principles: pro-active approach, information provision, transparency, education,
decentralisation, simplicity.
2) Institutional (Government, Parliament and line committee, local governments,
various directorates, agencies, etc.)
Basic principles: pro-active approach, partnership, transparency, responsibility, mutual
exchange of information, and independence.
3) Sectoral communication, including the civil society (ministries, professional
organisations, NGOs, universities, etc.)
Basic principles: pro-active approach, partnership, dialogue, transparency, responsibility,
mutual exchange of information, and independence.

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7. Communication strategy objectives
7. 1. General objective
General objective of the Strategy is to contribute to a better understanding of the European
integration process among the citizens and to provide support to the accession process.
7. 2. Specific objectives4
1. Ensure timely and accurate information about the negotiation process
 Undertake an education and information campaign aimed at providing complete and
timely information about the accession process to the target audiences, including EU
support programmes
 Through sectoral information provision, ensure that all target audiences are involved and
accurately informed about the accession process, including EU support programmes
 Ensure simple and timely access to information about the accession process including
EU support programmes
 Get media interested into reporting on “life-stories” from the EU, but also on specific and
specialised topics from various segments and phases of the EU integration process.
 Create a database containing relevant information for domestic and foreign public
 Ensure timely information provision to international public about Montenegro’s progress
in adopting European standards
2. Establish monitoring and coordination of communication activities
 Improve internal communication at the Government by adopting and Operational
Structure for monitoring the implementation of the Strategy
 Improve participation of local governments by establishing municipal teams for
communicating EU integration
 Improve communication between the Government and other institutions and the civil
society (with a special emphasis on the NGO) be establishing an Operational Structure
for monitoring the implementation of the Strategy.
3. Improve dialogue on EU integration with all society groups
 Constantly improve public dialogue with the civil society and professional associations
 Encourage dialogue and active participation in debates about reforms, responsibilities,
and commitments arising from membership
 Intensify the promotion of benefits and responsibilities arising from membership, so that
citizens would be able to understand the differences which will come with the
membership in EU a comparison with the pre-accession period.
4
This documentdefines a listof specific goals stemming from the general objective. This list is not exhaustive, but is
subjectto certain revision by the Consultative Body (see Chapter 13 for more information), in accordance with public
opinion surveys done at least once a year.

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4. Influencing the information flow development about the EU and citizen
expectations
 Reduce unrealistic membership expectations and undertake activities providing objective
information about the process outcomes and consequences.
 Raise public awareness of the partnership between Montenegrin and European
institutions, organizations and structures of civil society in the accession process
 Reduce the influence of unfounded stereotypes about accession and membership
Four basic aspects of communication:
1. Informing;
2. Educating;
3. Promoting the EU values in public;
4. Mobilising the citizens to support EU.
Informing is a continued process of providing precise information on all aspects of the
accession process, with a special emphasis on the negotiation process, rights and obligations
arising from membership and EU support programmes. Information will be disseminated to
strategic target audiences.
Education means regular and ad-hoc, long and short, and general and specialised education
programmes for the citizens coming from various target audiences, on the topic of the
integration process, change, and repercussions on everyday life. A particular place in this
process is reserved for education facilities and teachers, the negotiation structure, and the civil
society.
Promotion/public advocacy is needed to maintain and boost the EU optimism by way of
dialogue with strategic target audiences. The Strategy has an important task of maintaining the
positive attitude among the citizens and influencing those with “soft” attitudes (those who
support more than oppose membership) and those with no opinion on the matter. The
Government will promote continuously, together with partners (the EU Delegation, the civil
society, professional associations), the EU values and membership benefits, as well as
achievements in the accession process.
Mobilisation means motivating the strategic target groups to get involved actively in the
process of EU integration. The Government will continue, in cooperation with partners,
mobilising the public and encouraging the development of civic responsibility, so the citizens
would in turn contribute actively to the reform processes and EU standards adoption.

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8. Target audiences
Bearing in mind the importance and extensiveness of the EU integration process, the new
strategic approach will focus on communication with a broad spectre of domestic and
international target audiences.
The Strategy defines a number of target audiences as long-lasting priorities (so-called strategic
target audiences), while a more detailed definition of other target audiences needs to be defined
and redefined by annual action plans.
We will communicate at home and internationally.
8. 1. Domestic communication
Home communication covers target audiences in Montenegro. Bearing in mind the fact that
Montenegro’s EU integration affects all social groups, it is necessary to define who the target
audiences are in detail, as well as to define appropriate communication channels and forms.
Strategic target audiences in Montenegro are:
1. Multipliers (shapers of public opinion)
2. Youth
3. Sensitive groups
1. Multipliers
Multipliers are a target audience of key importance for mobilising other target audiences and for
shaping their opinions. Therefore, they should be included in the communication process as
partners.
The following subjects are considered multipliers:
 Media (editors and journalists)
 Parliament (MPs, European integration committee)
 Political parties
 Trade unions
 Business and other professional associations
 Science and research institutions, businesses that deal with research and
development, education institutions and teachers
 NGOs
 Religious communities
 State institutions (employees and officials)
 Local self-government/local associations
 EU info-centres

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2. Youth
European youth policy is among its most important ones. Survey results show that the youth are
the most enthusiastic about EU membership, and a group who will profit the most from
membership. This target group includes:
 Elementary school students
 High school students
 University students
 Unemployed youth
3. Groups sensitive to changes
This group encompasses those population categories which require, due to various specific
circumstances, additional activities for providing information about the reasons for membership
and the benefits. This target group includes:
 Vulnerable groups (women, persons with disabilities, LGBT persons, Roma and
Egyptians, refugees and IDPs, inmates and convicts, persons in rehabilitation centres,
etc.)5
 Unemployed
 Minority peoples
 Pensioners
 Farmers
 Fishermen
 Rural population
8. 2. International communication
1. Public opinion shapers and decision-makers
2. General public in EU member-states
1. This target group includes the EU Delegation, diplomatic and consular represantations in
Montenegro, EU institutions and officials, international organisations offices in Montenegro,
foreign academic institutions, international NGOs and think-tanks (including those in operating
in individual member-states), foreign media, and the international business community. It is
necessary to inform these groups continuously about Montenegro’s progress in the pre-
accession period, build the contacts network, and perform other promotional activities.
2. Special attention needs to be devoted to informing the general public in member-states about
the historic, cultural, economic, natural, and other characteristic of Montenegro, as well as the
negotiation process. In that regard, a particularly important role will be played by Montenegro’s
mission to the EU, and Montenegro’s diplomatic and consular posts abroad
Table 3, listing target audiences, messages, channels, and tools, is an integral part of the
Communication Strategy (page 36).
5
This target audience has been identified in accordance with Governmentof Montenegro strategic documents and
related reports by international organizations.

21. 20
DRAFT
9. Tone,language,and messages
An appropriate tone will contribute to easier and quicker reception of the message by the
audience, which at the same time means the content needs to be readily available and
understandable to the broader public.
The dominant tone in communicating EU integration needs to be serious, moderate, and
appropriate, but at the same time also positive and dynamic, emanating an air of reliability and
trust.
Openness, timeliness, and two-way communication (dialogue) are the guiding principles of the
strategy implementation.
The language of the message needs to be simple and clear, devoid of technical expressions
that are not understandable to the target audiences.
The messages will be adjusted accordingly to the development of the accession process, as
well as to the sectoral and local needs. They need to be targeted to the appropriate audiences
and must not be uniform for all audiences. They also need to be focused on concrete results, in
a way that would enable all citizens to recognise their personal interest in EU integration.
This approach will be based on realistic foundations, as overly optimistic and unfounded
expectations among citizens might have a boomerang effect when those expectations are
largely not fulfilled. The same methodology needs to be applied to unrealistic fears and
prejudice.
9. 1. The message house
UMBRELLA MESSAGE: Montenegro’s EU accession will improve the quality of life of all
citizens.
CORE MESSAGES:
 Better quality of life of all citizens through institutional reform and establishment of the
rule of law.
 EU membership will open new business possibilities.
 Montenegro will preserve identity, language, and national characteristics after accession
 By supporting Montenegro’s accession to the community of the most developed
European countries we are giving our country and compatriots an opportunity for
development and prosperity.
 Funds from EU accession funds are available to a broad range of
institutions/organisations and they contribute to the alignment with EU standards and
improved quality of life of Montenegrin citizens.
The message base, from which umbrella and core messages are derived for each target
audience, is available in Table 3 (page 36).

22. 21
DRAFT
Table 1: Tone of communication/message related to the mode of communication with
strategic target audiences
Target
audiences
Multipliers
(initiators of the
public opinion)
Youth Sensitive groups
Transparency,
dialogue,
information
provision,
education,
decentralisation,
sectoral approach
Attracting interest,
transparency,
dialogue,
information
provision,
education, facts
Transparency,
dialogue,
information
provision,
education, facts
vs. prejudice
Educational and
motivational
Motivational and
informative
Motivational and
emotional
Strategic
groups
Group's needs
Tone of the
group message

23. 22
DRAFT
10. Communicationchannels,tools, and techniques
The media are among the key opinion makers and will be one of the most important channels
through which the achievements in the European integration process will be presented to the
target audiences and stakeholders interested in the process.
A good analysis of target audiences itself suggests the channels and communication tools for
meeting the key objectives of the Communication Strategy.
Emphasis will be put on strategic pro-active media relations, in addition to reactive approach
applied in response to a reporters’ initiative.
TV is the most influential media in Montenegro, followed by print media and Internet. In addition
to national coverage stations, local broadcasters should not be overlooked.
In addition to traditional communication channels (TV, radio, print media) and the Internet, a
particular attention will be devoted to new means of online communication (social networks,
YouTube, virtual communities, etc.). Bearing in mind the popularity of mobile devices in
Montenegro, mobile phones will be also taken into consideration as a means of communication
with certain target audiences.
Alongside the positive features of online PR activities (multimedia, timeless, are not tied to a
specific location, interactive, hypermedia, have new partners in all correspondence, networked
with other technologies), the specifics of online communication must not be neglected in the
sense of willing to participate in discussions on social networks, since the online conversations
can be difficult to control, but through strategic orientation can be encouraged and developed.
Informing the public on the negotiation process will be made through the following means:
 Press releases
 Press conferences
 Working breakfasts with journalists
 News, thematic stories
 Public appearances
 Events (fairs, exhibits, festivals, concerts, EU info-days, forums, competitions, cultural
events, info-points)
 Various reports
 Newsletters
 Brochures and handbooks
 Debates, round tables, consultations, scientific conferences, public discussions
 Briefings
 Seminars/workshops
 Thematic shows and texts in print media
 Columns and commentary, analyses, articles
 Interviews for print, electronic, and Internet media
 TV features (“camera-ready” features)
 Radio shows

24. 23
DRAFT
 Paid advertisement, commercials, billboards
 Video clips, films, jingles
 Access to international media content relevant for European integration
 Websites
 Social media
 Brochures and promotional materials (print, audio, video)
 Journalist visits, study trips
 Blogs
 Face-to-face talks
 Formal and informal meetings
 Presentations
 Photos
 Info-graphics
 Quizzes
 Games
 Advertorials
 Survey
 Video messages
 Mobile apps
 IPA info-days, partner-seeking forums, etc.

25. 24
DRAFT
11. Informing aboutthe negotiationprocessand EU support
programme
Having in mind the target audiences, information provision about negotiations should be
directed towards the following groups:
 General public;
 Sector stakeholders particularly interested in certain negotiation areas;
 State administration structures.
Communication will focus at the three pillars of Montenegro’s EU integration: accession
negotiations development, implementation of the Stabilisation and Association
Agreement, and EU support programmes.
Montenegro and the European Union negotiate on thirty-five negotiation chapters, which
directly or indirectly affect the entire society. Having in mind the current phase of accession
negotiations, communication will be focused for the time being on the alignment of our
legislation to the EU acquis communautaire, as well as the outcomes of this process.
Previously, the focus was on communicating the topics of negotiation structure establishment,
provisional closing of Chapter 25 and Chapter 26, and, due to the new approach, the
developments related to Chapter 23 and Chapter 24. Even though the rule of law chapters will
remain in the focus during the entire process, this focus will also shift to other chapters
according to the negotiation dynamics. This shift will chiefly be towards those chapters with no
concrete benchmarks, but also to more complex chapters which will require additional efforts of
the Montenegrin society: Free movement of goods, Right of establishment and freedom to
provide services, Competition policy, Agriculture and rural development, Food safety, veterinary,
and phytosanitary policy, Fisheries, Energy, Regional policy and coordination of structural
instruments, Environment.
For this reason it is necessary to communicate with the target audiences in a simple yet precise
language and inform them about the essence of the negotiation process development and the
importance of these changes for their everyday life. Having in mind that this strategy envisages
a sectoral approach, an important role in the communication process will be played by PR
departments in ministries and other institutions, as well as the negotiation structure. In that
regard, it will be necessary to strengthen the capacities of PR departments, to improve the
communication skills of the negotiation structure, and to ensure their greater visibility. Annex 1
offers a list of communicators on various chapters.
Stabilisation and Association Agreement (SAA) is the first contract between Montenegro and
the EU, which entered into force on 1 May 2010. The Ministry and other line ministries will use
the communication channels and tools defined in this strategy to continue providing regular
information regarding all the changes and commitments arising from the SAA implementation.
Communication related to EU support programmes, including IPA, will focus on education,
information provision, and visibility of results. The IPA I Communication Strategy 2007-2013 is
in line with this strategy. Additionally, IPA II Communication Strategy 2014-2020 will be
implemented after receiving clear instructions on the margins of this instrument. Annex 2
contains a more detailed account of EU support programmes available to Montenegro.

26. 25
DRAFT
12. Communication participants and partners
12. 1. National partners
Montenegro’s EU accession process will bring about overarching changes to the country and
the society, and a particularly important role in this process belongs to the Government,
Parliament, and other state institutions and local self-governments.
Coordination of all relevant stakeholders in the process must be improved. Special attention
should be given to the inter-departmental cooperation within the existing working bodies, but
also improvement of cooperation among PR units in the state administration (PR Bureau, PR
departments in ministries, the Parliament, institutions, the negotiation team, etc.).
Parliamentary committee on European integration contributes greatly to improving citizen
understanding of the negotiation process (thematic forums on acquis chapters, visits to
municipalities, hosting events about the negotiation process, website, social media). In that
sense, it is required to improve communication and establish a better coordination of the
Government and the Committee activities.
Due to their important role in shaping the public opinion, media are recognised as one of
Government’s key partners in implementing the Strategy. In addition to traditional electronic and
print media (at home, in the region, and locally), a special attention needs to be devoted to new
media, bearing in mind that the target audience “Youth” mainly uses this communication
channel. Even closer cooperation needs to be established with media operating locally, so that
the importance of EU integration could best be explained in concrete terms and local examples.
This Strategy defines the media as both a target audience and communication channel and they
are therefore treated primarily as partners by the Strategy. It is therefore necessary to build the
relations of trust with chief editors of the media, and provide education for journalists who in the
long run could ideally deal exclusively with the topic of EU integration. One of the Strategy’s
important objectives is to make the conversation more focused and less general, and to make
news items that would tell the stories and real-life experiences of EU citizens (farmers,
fishermen, SMEs, etc. in Croatia, Slovenia and other EU member states etc.)
NGOs will remain one of the key partners in the implementation of the Strategy. The
Government’s experience in cooperating with NGOs on the previous Strategy was very positive,
and such cooperation should be extended through Government’s proactive role in coordinating
and proposing activities. A large number of NGOs share with the public their knowledge about
EU integration, reaching the younger population and focusing on media. NGOs who have the
EU integration high on their agenda also contribute by helping media understand the process
better, so they could communicate the messages more clearly to the public.
Another important partner is the academic community, teachers, professors, instructors,
who have an important role in shaping the values of the youth.
Building partnerships with religious communities is also of great importance for
communication with citizens.

27. 26
DRAFT
Bearing in mind that the Strategy focuses on communicating the concrete benefits of EU
membership for each citizen, and following the survey results showing that people identify
themselves locally, one of the most important and indispensable partner in the implementation
of the new Communication strategy are local self-governments. Each municipality needs to
have an officer or a team in charge of communicating the EU integration process locally, which
would work closely together with the Ministry and local civil society organisations. Major support
in improving this cooperation will be provided by the Operational Structure and Unit for PR and
Communication Support to Integration Processes of the Ministry.
Naturally, businesses will also be communication partners, and especially employers’
associations.
Diplomatic, consular, cultural and economic representations of Montenegro abroad are
particularly important partners in the process of communicating with the international public. In
this regard, it is necessary to provide adequate training for diplomats in the field of
communications, public relations and public diplomacy, as well as to ensure free flow of
information and good coordination between stakeholders and communication activities in
Montenegro and diplomatic, consular, cultural and economic missions of Montenegro Up
abroad.
A special emphasis needs to be put on Montenegro’s Mission to the European Union, which,
due to the nature of its work, cooperates closely with the EU institutions and other EU missions
to Brussels.
12. 2. International partners
European Commission’s DG Enlargement (ELARG) monitors constantly and thoroughly the
reform processes in Montenegro, and provides recommendations, guidelines, technical, and
expert support in the accession process. ELARG’s opinions and recommendations are used as
a starting point for evaluations and deliberation on progress by the Council. For this reason,
great importance is assigned to timely, comprehensive, and detailed information provision on all
the matters from the EU agenda, as well as consultations with the Commission and the ELARG.
Moreover, initiating joint/partner projects and events should be twofold: aimed at promoting
Montenegro’s results in member-states, and aimed at promoting EU values and policies to
Montenegrin citizens.
One of the key participants in the communication process is certainly the Delegation of the
European Union, with which it is necessary to coordinate plans and the implementation of
communication activities, particularly bearing in mind that at the beginning of 2014. in Podgorica
EU info centre will be opened, thus significantly contributing to the process of informing the
public. Its purpose will be to provide an objective and clear information about the EU, available
to the general public. Info centre will have the task to inform about the policies and programs of
EU support; improve knowledge, understanding and support of the citizens of Montenegro in the
European integration process by encouraging public debate about the EU and EU-Montenegro
relations; to organize various activities supporting the media in understanding of the integration
process, individual EU policies and the functioning of the EU institutions and to communicate all
the benefits and obligations that EU membership entails presenting concrete examples and
"stories with a human dimension” etc.

28. 27
DRAFT
Embassies, consulates, and other member-states’ representations in Montenegro are
another important channel of communication with the EU, bearing in mind the importance
member-state governments have in shaping the EU policy towards Montenegro.
International institutions and organisations could provide indispensable expert support in
the implementation of the Communication Strategy. This includes international NGOs, as well
as certain NGOs from member-states.
International foundations are also important partners for the implementation of the Strategy.
In addition to the funds provided through the budget and EU support programmes, the support
of international foundations could help better implementation of the planned activities.
Foreign media have a key role in shaping the public opinion in the member-states. Grabbing
their attention must be the first task of our communication, but we need to keep in mind the
importance of providing them with relevant information for the international public and of striking
the right balance in targeting various audiences.
Having this in mind, annual action plans must envisage detailed activities on informing the
international public.

29. 28
DRAFT
13. Implementationof the Communication Strategy – principalbodies
and structures
Table 2: Principal bodies in charge of Strategy implementation and information flow
With the view to a balanced, timely, and accurate information provision on European integration
to the Montenegrin public, it is necessary to improve constantly the planning and coordination of
communication activities in the line public administration institutions, as well as to define the
internal information flow procedures clearly.
The first avenue is to introduce communication planning for EU-related topics into the regular
activities of line public administration institutions.
This activity requires the Government (MFAEI, negotiation structure, PR departments in
ministries) to provide context and content of their activities in accordance with its set objectives,
approaches, and key messages.
The second important avenue is regular consultation between:
 MFAEI, PR Bureau, and PR departments of ministries and the negotiation structure.
Operational Structure
MFAEI – Unit for PR
and communication
support to integration
processes
Government's PR Bureau
Chief Negotiator's
Office
Office for Coordination
and Horizontal Issues
PR departments in
ministries
Parliament – PR
Department /
Committee on
European integration
Local governments/
PR departments
Consultative Body

30. 29
DRAFT
 MFAEI and EU Delegation, aimed at planning joint communication activities and
achieving synergy in public relations.
 MFAEI and PR Department of the Parliament/European Integration Committee, aimed at
ensuring better harmonisation of communication activities.
 Government and the civil society as a key multiplier, aimed at planning joint activities
and aligning communication with the public.
Third avenue is to establish a network of experts with the purpose of managing communication
of various sectoral policies in a better way.
Expanding communication activities:
 Strengthen cooperation with local governments;
 Include celebrities and other popular persons as messengers;
 Improve cooperation with local media;
 Encourage various youth-related activities;
 Study visits and cooperation programmes for certain target groups (farmers, fishermen,
entrepreneurs, etc.)
 Information campaigns;
 New means of communication: MFAEI’s EU portal, social media.
Consultative Body is selected from the members of the working group that prepared the
Communication Strategy and a representative of the EU Delegation to Montenegro. The task of
this Body is to meet at least twice a year and monitor the implementation of the strategy in
accordance with the action plans, to evaluate, and give recommendations to the Operational
Structure related to the objectives outlined in the Strategy.
Operational Structure comprises representatives of stakeholders tasked with implementing the
strategy – representatives of the PR Bureau, ministries involved in the implementation of the
strategy, representatives of the Parliament, Union of Municipalities, and the civil society. Civil
society representatives are selected on the basis of a public call. Operational Structure drafts
annual action plans, which is adopted by the Government at MFAEI’s proposal.
Local self-governments are required to appoint at least one official in charge of
communicating EU integration and of coordinating the overall EU communication in the
municipality (municipal companies, NGOs, IPA projects, etc.). The local self-governments are
required to draft communication plans in accordance with the national communication strategy.

31. 30
DRAFT
Internal communication between the implementation structures is done by ways of rulebooks,
meetings, intranet platforms, e-newsletters, reports, education seminars, letters,
announcements, handbooks, and brochures.
All these channels are tools for establishing and improving the communication between the
relevant stakeholders in charge of implementing the Strategy.

32. 31
DRAFT
14. Mappingthe stakeholders involved in the process
The Strategy envisages the procedure of mapping the stakeholders involved in the
communication process, which should be done at least once a year (concurrently with the
adoption of action plans), and more often if needed.
The mapping process should make as detailed as possible an overview of all relevant
stakeholders recognised as being actively involved in the process of communicating EU
integration.
Stakeholders should be divided into three groups, depending on how active and influential they
are. It is also necessary to define additional analyses and cross-references (so-called strategic
matrices, such as cross-referencing the level of activity and attitude towards integration,
analysis of influence on most important target groups, etc.).
Knowing who the stakeholders involved in the process and who influence the strategic target
audiences are is of great importance for successful communication.
Meeting the ultimate goals of this Strategy largely depends on creating synergy between various
stakeholders, as well as on recognising the EU sceptics and offering counter-arguments in order
to ensure balance as much as possible.
This kind of survey is not part of the evaluation process of the EU integration-related
communication.

33. 32
DRAFT
15. Visualidentity of the EU integration process
To make Montenegro’s EU accession more recognisable and closer to all target audiences,
MFAEI adopted a visual identity and slogan of Montenegro’s EU accession – EU4ME ME4EU
(see Annex 3).
Considering the target audiences covered by the strategy, the focus on the logo or the slogan
will be made according to an audience’s character.
This logo has been in use since 2011, and it has already been applied to various promotional
materials. As 66.7% of interviewees show a positive attitude towards it, we believe it should
remain in use.
All communication stakeholders must know about the book of graphic standards, which in turn
must be applied in all communication consistently and with full observance of the standards.
All communication stakeholders must use the visual identity elements in an appropriate manner
and in accordance with the criteria for applying them, which will be set out in a piece of
legislation drafted by the Ministry.
This Strategy does not bar the possibility of additional branding needed for special projects and
initiatives synergetic or directly linked to the EU integration process. In such cases, it is
necessary to define in the book of graphic standards how visual identity is applied together with
other logos and brands, as well as the criteria for including or excluding various elements of the
visual identity (of the process or the specific project).
The main objective is to ensure constant presence of the EU integration visual identity in the
public, as well as to underline that communication activities are part of the same process – that
of Montenegro’s European integration.

34. 33
DRAFT
16. Budgetand resources
The most important role in the implementation of the Strategy is reserved for the Operational
Structure, which will be tasked to implement the activities envisaged by the annual action plan.
Ministry of Foreign Affairs and European Integration will provide technical support to the
structure.
The strategy will be defined in more detail through annual action plans, and the activities will be
funded from the state budget (budget of the Ministry of Foreign Affairs and European Integration
and other public administration bodies), bilateral projects, including EU support programmes,
international donations, and funds provided for by the NGOs and/or other civil society
stakeholders.
An estimate of budget resources will be included in all annual action plans.

35. 34
DRAFT
17. Monitoring i evaluation – Report on the implementation of the
communicationstrategy
Monitoring and evaluation of implementation and results are an important aspect of this
Strategy. They are aimed at measuring implementation success and efficiency against the
defined objectives, at ensuring better management of budgetary resources, and at harmonising
the methods with the field-work results.
17. 1. Evaluation
Evaluation means assessing dynamics, quality, and quantity of activities, as well as
harmonisation of activities with the Strategic plan, i.e. annual action plans. Evaluation needs to
be regular, and the Consultative Body is in charge for its implementation and for drafting the
mandatory evaluation report. Evaluation is done periodically in accordance with action plans,
and at least each six months. It is necessary to perform evaluation at the end of each period of
action plan implementation.
In the evaluation process, it is necessary to use the Strategy and the action plans to be able to
estimate the dynamics, quantity, and quality of implemented activities, as well as their alignment
with said documents. An integral part of the evaluation process, i.e. the report, is the
assessment of results based on result indicators derived largely from the monitoring results
(please read below).
17. 1. 1. Non-regular evaluation
Non-regular evaluation is made on an ad-hoc basis and in accordance with the demands of the
enlargement process (important political, social, economic, or other events) in Montenegro, the
region, and/or the EU. Non-regular evaluation may also come after the implementation of
particularly important activities planned by the strategy and/or action plans.
Non-regular evaluation methodology is drafted in accordance with concrete requirements.
In accordance with the Strategy’s general approach, evaluation process will be transparent and
available to the public in the annual communication action plan and implementation reports.
17. 2. Monitoring
The process of monitoring is a multi-layered and ongoing process based on a series of
methodological approaches. This process will be requested by the Operational Structure and
done by specialised agencies with the required know-how, infrastructure, and equipment.
During the implementation of the strategy it is necessary to ensure same methodology in order
to be able to compare data and make reliable evaluation.
Monitoring will follow a three-level dynamic:
1. continuous/lasting
2. systematic/regular

36. 35
DRAFT
3. non-regular/as-needed.
17. 2. 1. Continuous/permanent monitoring level
This level includes media monitoring. Media monitoring is performed daily and is based on a
qualitative and quantitative approach. Daily monitoring reports contain basic analyses and the
agency must be able (by keeping a data-base) to provide on-request data (qualitative,
quantitative, periodic, success indicators...). The agency also must provide (in e-formats) a
direct insight into media content they are monitoring.
Media to be monitored are:
1. Print media (dailies and periodicals)
2. Electronic media (relevant national and local TV and radio broadcasters)
3. Online media (relevant information portals; all national, several international)
4. Social media
17. 2. 2. Systematic level
Monitoring at the systematic level (defined in annual action plans) must take place in previously
determined time periods (milestones) and must include a multi-level methodology. This
approach should ideally be based on:
a. Survey on a relevant population sample (quantitative research);
b. Semi-structured interviews of representatives of institution relevant for the EU
integration process; ideally the establishment of one or more “panel” samples –
representatives of most important target audiences.6
c. Focus-groups with relevant target audiences (with a special emphasis on strategic
target audiences and those defined in the action plans).
Implementation deadlines must be aligned with evaluation (see under “Evaluation” above) and
Evaluation Report deadlines. Evaluation outcome is the most relevant starting point for
potentially revising or drafting new action plans.
6
These panel samples need not provide statistical representation of the population, but they should offer a
comparable,quick,and adequate assessment of public reaction to relevant communication developments.

37. 36
DRAFT
18. Conclusion
This communication strategy is a framework for communicating Montenegro’s EU integration to
the domestic and international target audiences and it is binding for all stakeholders at the
Government level, and state administration bodies.
Bearing in mind that the overall objective of the strategy is to contribute to a better
understanding of the European integration process among citizens and to provide support to
Montenegro’s EU accession process, this document identifies shortcomings of the previous
strategy, and it gives clear guidelines on all levels as to how to reach this goal.
Only a coordinated action of the state institutions, who have varying roles in this process,
towards the citizens can bring results, and this framework is intended to help everyone involved
in the process recognise their role. For this reason, the Strategy clearly underlines the role of
the Ministry of Foreign Affairs and European Integration, ministries and other institutions,
negotiation structure, and local governments, and it gives guidelines for a deeper and more
extensive communication, establishment of solid implementation structures, monitoring, and
evaluation.
At the same time, the Strategy provides guidelines for all involved stakeholders with the view to
ensuring an improved, comprehensive, and more coordinated communication with citizens of
Montenegro, especially in joint initiatives and projects that will be implemented through annual
action plans.

38. 19. Table 3: Overview of objectives,key messages, communication channels,and tools for
individual targetaudiences
Target groups Objectives Key messages Communication tools and techniques
MULTIPLIERS
Media
(editors/reporter)
 Improve
communication with
the media
 Educate and inform to
raise awareness
among journalists
about professional
reporting about the EU
accession process,
membership rights
and obligations,
including EU support
programmes
 Media are important partners
and a key channel for
communicating the EU
accession process
 EU integration affects all
citizens and therefore
objective and timely
information are of key
importance
 Informed journalist – objective
and timely news
 Better cooperation –
reader/viewer/listener better
informed about the EU
accession process
 Regular meetings, cooperation in making
news stories and articles, seminars, press
releases, press conferences, workshops,
round tables, study visits to institutions and
member-states, city visits – concrete
projects, conferences, informal breefings,
newsletters, informers, social media,
access to foreign press, EU info-centre,
etc.
Parliament (MPs,
European
integration
committee)
 Strengthen the
Parliament’s role in
informing the citizens
 Strengthen the
political dialogue on
EU accession,
including EU support
programmes
 Improve
communication with
European institutions
and EU member-
 Support of all parliamentary
parties to the EU accession is
an important aspect of the
integration process
 Parliament has an important
role in informing the citizens
about the process
 Parliament bears the most
responsibility for adopting EU
legislation
 Government, Parliament, and
the civil society are partners
 Public discussions, seminars, round
tables, panel discussions, meetings, study
visits to institutions and member-states,
conferences, newsletters, information
publications, presentations, radio and TV
broadcasts, thematic coverage in print
media, Parliament’s and Government’s
websites, intranet, social media, public
events, etc.

39. 38
DRAFT
states EU
 Improve
coordination
between
Government and
Parliament in the
field of
communication
activities
in the EU accession process
 Montenegro will maintain its
identity, language, and
national characteristics even
after it joins the EU
 EU accession is not a simple
process, everyone must do
their job
Political parties  Programme activities
at the national and
local levels aimed at
ensuring full
understanding of
rights, obligations, and
possibilities stemming
from membership
 EU accession is the
Government of Montenegro’s
key foreign policy priority
 Support of all parliamentary
parties to EU accession is an
important aspect of
integration
 Political parties have an
important role in improving
the level of knowledge about
the process among their
members and voters
 EU as a choice of the citizens
rather than of political parties
and elites
 Process that concerns both
the ruling coalition and the
opposition – everyone shares
responsibility in the process
 Montenegro joins a family of
equals
 Party networks, public forums, round
tables, study visits to Brussels and other
EU member-states, conferences,
presentations, newsletters, brochures,
flyers, seminars, media content, public
events, EU info-centre, social media, etc.
Business and other
professional
associations
 Inform them of the
current state of
legislation alignment
in the integration
processes (CEFTA,
WTO, etc.)
 Freedom of movement of
goods, capital, right to
provide services among the
key single market freedoms
 EU trade policy stems from
the WTO, of which
 Business and specialised fairs,
conferences, round tables, public
debaters, publications, economy
newsletters, radio and TV shows, thematic
broadcasts, ads, panel discussions,
surveys, brochures, flyers, study visits,

40. 39
DRAFT
 Raise the level of
awareness about
rights and obligations
at the European
market, competition,
and about the
accession process in
general, including
support programmes
Montenegro is a member
 Right to establish companies
in one or more EU countries
 Right to invest and hold
ownership in foreign
companies
 Equal rights for all at the EU
market
 Simplified procedures
enabling quick market entry
and departure
 Protection of competition – all
participants have equal
treatment in the market game
 Development of
competitiveness of SMEs is
EU’s priority
 EU membership will open
new markets in Montenegro
and contribute to simpler
business activity and
improved business
environment
 EU membership will make it
easier to export Montenegrin
products and can offer
greater security for the
products on the market
 Each country is entitled to
maintaining its own tax
system, and even introduce
new ones, which need to be
aligned with EU regulations
 EU will have a positive effect
on citizens, entrepreneurs,
investors – beneficiaries of
information campaigns, IPA info-days,
forums for seeking partners, workshops,
social media, etc.

41. 40
DRAFT
financial services
Trade unions  Continue an active
social dialogue on
rights, obligations, and
workers’ position in
the EU
 Free movement for workers is
one of four key freedoms the
single market offers, ensuring
full mobility for workers
 EU guarantees more rights to
workers than any single
country is able to offer
 Right to work without a work
permit (except for workers
from new member states who
are undergoing an interim
period)
 Equal treatment for
employment for all EU
citizens
 Social protection for EU
citizens – right to pension and
social security contributions
 Right of family members to
join the worker and receive
family subsidy
 Mutual recognition of
qualifications
 Other countries’ experiences
point to an improved quality
of life
 Participation in European trade unions,
conferences, round tables, public
discussions, publications, thematic media
content (radio and TV broadcasts, articles
in print media), meetings, briefings,
thematic brochures and flyers, thematic
media content, public events, web-pages,
etc.
Science and
research
institutions,
researchers, and
companies who do
research and
development
Education
institutions (minus
 Enhance internal
communication with
science and education
institutions of various
levels
 Increase participation
of researchers and
university professors
in the public dialogue
 Chapters Science and
research and Education and
culture opened and
provisionally closed
 EU devotes growing attention
to science and research
 As an EU member,
Montenegro would be able to
position its research
 Meetings, thematic science conventions,
study visits to EU institutions and member-
states, seminars, workshops, round tables,
public discussions, publications, visits to
schools, Internet presentations of schools
and universities, information publications
for scientists, researchers, targeted media
content, public events, popularisation of
science through promotional activities, IPA

42. 41
DRAFT
kindergartens) and
teachers
about EU accession
 Increase participation
by science/education
institutions in using
EU support
programmes,
including those in the
areas of science,
education, research,
culture, mobility, etc.
(“Horizon 2020”,
COST, EUREKA,
IAEA, ICGEB, JRC,
Lifelong Learning
Programme, Erasmus
+
 Creative Europe,
 Promote science and
research
community within the
European Research
Area(ERA)
 Possible intensive mobility
and exchange of researchers
across EU
 Involvement in multilateral
and bilateral science and
research projects
 Additional funding for science
and research
 EU aims to ensure equal
opportunity to develop skills
 EU supports the protection of
national, regional, cultural,
and religious diversity, as well
as sovereignty of national
education policies
 Alignment to EU education
standards
 Education as part of the
employment strategy
 Exchange of students and
teachers
info-days, Days of science, partner-
seeking forums, trainings, workshops,
blogs, EU info-centre, etc.
NGOs  Encourage a broad
public dialogue about
the EU integration
process and enhance
partnership with
NGOs
 Involve NGOs in
Operative Structure
and Consultative Body
for the implementation
of the Communication
Strategy
 Government is open for
cooperation with NGOs –
30% of the negotiation
structure comes from the civil
society
 Government, Parliament, and
NGOs are partners in this
process
 Shared work on educating
and informing citizens
 Meetings, trainings, seminars, workshops,
study visits to Brussels and EU member-
states, conferences, round tables, public
debates, publications, EU info-days,
events at the EU info centre, websites of
the Government, MFAEI, and NGOs,
thematic and specialised media content,
social media, coordinated activities, IPA
info-days, partner-seeking forums,
workshops, EU info-centre, etc.

43. 42
DRAFT
Religious
communities
 Boost the level of their
interest for the
process of EU
integration
 EU promotes the protection of
identity in the member-states
and the rights of each citizen
to such an identity
 EU promotes respect for
diversity and inter-cultural
dialogue
 EU heritage is multi-cultural
 Meetings, conferences, public debates,
seminars, workshops, round tables, public
events, websites, etc.
State institutions
(officials and
employees)
 Improve internal
communication
between the
Government bodies
and other state
institutions by
establishing and
Operational Structure
for the implementation
of this Strategy
 Establish procedures
and define
information-flow at the
Government level
related to public
communication of the
EU accession process
 Upgrade the level of
knowledge about the
EU accession,
including EU support
programmes
 Develop sectoral
approach to informing
the public
 process, including EU
support programmes
 Boost public
 European integration is the
homework of all society
structures
 EU accession is not a simple
process – we must our share
of the work which is not
simple, and we must respond
to all requests
 Government, Parliament, and
civil society are partners in
this process
 Reforms are of key
importance for further
democratic and economic
development of the society
 Efficient public administration
– better results
 Fight off prejudice about the
EU by providing facts about
rights and obligations arising
from membership
 Show measurable results in
order to increase citizen trust
in the EU accession process
and in our institutions
 EU support programmes
contribute to harmonisation
with European standards and
 Trainings (Human Resources
Management Authority, etc. )seminars,
workshops, presentations, visits to
Brussels and EU member-states,
conferences, round tables, public debates,
publications, EU info-days, EU info-centre,
Government and MFAEI websites,
thematic media content, brochures, flyers,
IPA info-days, partner-seeking forums,
intranet, public events, etc.

44. 43
DRAFT
institutions’
involvement in
communicating EU
accession and the
rights and obligations
arising from
membership
improved quality of life of
citizens
 Funds from EU support
programmes are available to
a broad range of institutions
and beneficiaries and they
provide a good basis to
prepare for using the
structural and cohesion funds
Local self-
government/local
associations
 Educate and inform in
order to boost the
level of understanding
among officials and
employees in local
self-government of the
EU accession
process, including EU
support programmes
and rights and
obligations arising
from membership
 Improve
communication in the
field with citizens and
the rural population
 Establish municipal
communication teams
 Every household enters the
EU – the whole of
Montenegro joins the EU
 Largest financial grants
(including national co-
financing) are available for
local and regional
development through IPA
funds – let’s use it!
 EU accession boosts
economic and regional
development
 Financial, technical, and
expert support to reform
 Bottom-up change/s – from
periphery to centre
 We need to boost industry,
infrastructure, agriculture,
energy and other areas
 Trainings, seminars, workshops,
presentations, study visits to Brussels and
EU member-states, conferences, round
tables, exhibitions, public debates,
publications, EU info-days, EU info-centre,
Government and MFAEI websites, radio
and TV broadcasts, thematic media
content, social media, targeted brochures,
flyers, IPA info-days, partner-seeking
forums, intranet, etc.
YOUTH
Elementary school
students
High school
students
 Educate and inform to
improve the level of
understanding of the
EU accession process
and membership
benefits
 EU youth policy is among the
most important Union policies
 Single education system –
same opportunities for
education and development in
all EU member-states
Targeted media content, special events,
workshops, conferences, lectures,
presentations, study visits, information
campaigns, forums, contests, quizzes,
specialised websites, social media, brochures,
flyers, targeted publication, exhibitions, mobile

45. 44
DRAFT
University students  Inform the youth at all
levels with the
possibilities for
education, mobility,
availability of EU
education
programmes
(Erasmus plus)
 By joining the EU education
policy, Montenegro provides
the opportunities to its
citizens for lifelong learning,
long-term mobility, and
improved quality and
efficiency of education
 Education as an integral part
of employment strategy
 Access education and
training, lifelong learning,
faster employment, and
career trajectory
 EU is a knowledge hub
 Scholarship and exchange
opportunities
 Better education
infrastructure, professional
knowledge, and ability of
teachers
 Other countries’ experience –
improved quality of life
 Reforms are necessary –
they will offer many new
opportunities and improve the
quality of life
 EU cherishes diversity
 Youth should communicate
the EU and have their voices
heard
apps, chat groups, TV jingles, etc.

46. 45
DRAFT
Unemployed youth
 Raise awareness
about the importance
of knowledge and
skills, i.e.
competitiveness for
entering the EU labour
market, inform about
the importance of
EURES7
 EU membership is an
opportunity for young people
to work in other EU member-
states
 EU invests into programmes
that help find employment
and create new jobs
 EU membership means
access to new jobs
 EU membership will create
new labour markets in
Montenegro
 Trainings, round tables, workshops,
specialised employment programmes,
comparative analyses, information
campaigns, professional trainings, EU info-
days, EU info-centre, websites of the
Employment Bureau, Government, MFAEI,
and labour ministry, thematic media
content, social media, brochures, flyers,
etc.
GROUPS SENSITIVE TO CHANGES
VULNERABLE
GROUPS (women,
persons with
disabilities, LGBT
persons, Roma and
Egyptians, refugees
and IDPs, inmates
and convicts,
persons in
rehabilitation
centres, etc.)
 Actively inform in
order to raise
awareness about EU
integration, including
the possibility of using
EU support
programmes
 Improve
communication in the
field with vulnerable
groups about EU
integration, including
the possibility of using
EU support
programmes
 Human rights for all are a
fundamental right in the EU
 Respect for human rights,
including the rights of
vulnerable groups, are
fundamental EU values
 Greater level of human rights
protection
 Vulnerable groups position
will be improved
Round tables, public discussions, marking
important dates, organising festivals/info-days,
direct communication, social media, print and
electronic media, conferences, IPA info-days,
partner-seeking forums, trainings, workshops,
media content and other information material
adjusted to persons with eye-sight and hearing
disabilities, EU info-centre, etc.
Minority peoples  More active
information provision
aimed at raising
awareness about EU
integration, including
 Human rights for all are a
fundamental right in the EU
 Respect for human rights,
including the rights of
minorities, are fundamental
Round tables, public discussions, important
dates, festivals/info-days, direct
communication, social networks, print and
electronic media, conferences, IPA info-days,
partner-seeking forums, trainings, workshops,
7
Network of employment bureaus in cooperation with the European Commission (European Economic Area and Switzerland).

47. 46
DRAFT
the possibility of using
EU support
programmes
 Improve
communication in the
field about the EU
accession process,
including the EU
support programmes
EU values
 Greater level of human rights
protection
translating content into minority languages, EU
info-centre.
Unemployed  Raise awareness,
motivate, and educate
this population about
the importance of EU
integration,
membership rights
and obligations and
benefits
 Boost their interest in
the EU topics
 EU invests in programmes
that help find employment
and create jobs
 Greater opportunity for
lifelong learning and
employment
 Reforms are necessary –
they will create new
opportunities and contribute
to an improved quality of life
 EU membership will create
new labour markets in
Montenegro
Direct communication, media content,
seminars, exhibitions, public debates, round
tables, information campaigns, social media,
brochures, flyers, EU info-centre, etc.
Pensioners
 Raise awareness
about the accession
process and greater
involvement in
communication
activities
 Raise awareness
about lifelong learning
opportunities
 Reforms are necessary –
they will create many
opportunities and contribute
to an improved quality of life
 Montenegro will preserve its
identity, language, and
national characteristics even
after accession
 Social protection for EU
citizens – right to pension and
contributions
 Other countries’ experiences
– improved quality of life
 EU promotes respect for
 Specialised media content, thematic
broadcasts, forums and other events in
pensioners’ associations, targeted
publications, etc.

48. 47
DRAFT
diversity and cultural dialogue
 EU member-states have
better health-care and more
advanced treatment of older
people
 EU has special rules related
to the work and oversight of
insurance companies offering
life insurance
 EU has a great number of
mechanisms that help
improve the quality of life
citizens
Farmers,
fishermen, rural
population
 Educate and inform
about the EU
accession process in
order to ensure
greater participation in
EU support
programmes and
other available
programmes
 Show real-life
examples from the
region and EU
member states about
accession benefits
 Fight off potential
prejudice related to
this area of integration
 Common agriculture policy –
most important and oldest EU
policies
 During the accession period, EU
grants and national co-financing
should help Montenegrin
agriculture and rural areas to
meet EU standards
 Through EU membership,
produces receive better
support and market stability
 By entering the EU we will be
able to protect the traditional
food production, but we will
have to meet sanitary and
other standards
 EU model will inspire
Montenegrin agriculture with
various mechanisms for
supporting small household
producers
 Even the large countries had
to make compromises
 Regular communication with counselling
services, visits to municipalities and
concrete projects, direct communication
and food fairs and public events, such as
Ukljeva and Wine Days, Honey Days, etc,
round tables, public debates,
presentations, lectures, specialised and
thematic media broadcasts, especially at
local TV stations, specialised info-books
for farmers, brochures, flyers, conferences,
IPA info-days, partner-seeking forums,
trainings, workshops, websites of
agriculture societies, EU info-centre, etc.

49. 48
DRAFT
 Safe, affordable, and high-
quality food
 Proper income for farmers
 Modernisation and
development of agricultural
production
 Product prices on par with
those in the EU
 Producers are beneficiaries of
EU subventions
 Croatia’s experience shows
that membership provides
many opportunities for using
financial funds
 Equality of fishermen in EU
markets
 Support of the European
fisheries fund for better
positioning across Europe
 Better organisation of
fisheries sector through
association opportunities
INTERNATIONAL COMMUNICATION
EU member-states’
representatives
(diplomatic,
consular, cultural)
 Maintain regular
communication and
inform about progress
in EU accession,
including EU support
programmes
 Montenegro is well aware of
its obligations and is fully
committed to its European
path and implementation of
reforms
 Consensus and clear
determination in the society
 Accession process and
reforms will transform our
society in accordance with
European standards and
Presentations, meetings, conferences, media
content, public events, publications, websites,
coordination of activities, MFAEI foreign policy
magazine, etc.

50. 49
DRAFT
values
EU Delegation to
MNE
 Maintain regular
communication and
inform about progress
in EU accession,
including EU support
programmes
 Continue our
partnership in
informing the citizens
about the rights of
obligations arising
from EU accession,
including EU support
programmes
 EU Delegation – an important
partner in bringing the EU
and its values and policies
closer to the citizens
Regular consultations and coordination of
activities, visits to EU-funded projects, media
content, public debates, conferences, round
tables, joint publications, MFAEI foreign policy
magazine, etc.

51. 50
DRAFT
20. LITERATURE
 Communication Strategy for Informing the Public about the European Union and Membership
Preparations of Montenegro 2010-2014, Podgorica, 2010;
 EU Delegation to Montenegro – Information and Communication Strategy 2014-2016.;
 Communication Strategy for IPA programme period 2007-2013;
 De Facto agency public opinion survey, Podgorica, December 2013;
 Communication Strategy for Informing Public about Accession of Bosnia and Herzegovina to the
European Union, Sarajevo 2009;
 Communication Strategy for Republic of Serbia’s Accession to the European Union, Belgrade,
October 2011;
 Communication Strategy for Informing the Croatian Public about the European Union and
Membership Preparations, Zagreb, 2006;
 Analysis of the Communication Strategy for Informing the Croatian Public about the European
Union and Membership Preparations, NGO Gong in partnership with Delta Rijeka, Zagreb 2011;
 Informing citizens about the EU integration process – Analysis of communication strategy, with
an emphasis on campaigns and best practices, CDT, September 2012;
 “Montenegro and EU: the role and importance of the media in the process of European
integration,” Centre for Civic Education (CCE) in cooperation with Friedrich Ebert Foundation
and NGO Natura, supported by EU Delegation to Montenegro, December 2013;
 Centre for Democratic Transition, “Policy Brief: Accession negotiations between Montenegro
and the EU – active and well informed citizens or mere observers in the process?” April 2013;
 Croatia’s EU accession communication strategy – a comparative analysis Zoran Tomić, Damir
Jugo;
 Turkey’s European Union communication strategy (EUCS), Ankara, 2010;
 Cutlip, Scott M., Center, Allen H., Broom, Glen M, Public relations, 8th
edition, Zagreb, MATE,
2003;
 Theaker, Alison, The Public Relations Handbook, Zagreb, Print;
 Grunig, James E., Hunt, Todd, Managing Public Relations, New York, CBS COLLEGE
PUBLISHING, 1984;
 Seitel, Fraser S., The Practice of Public Relations 6th edition, New Jersey 07632, Prentice Hall,
1995;
 Dennis L. Wilcox, Phillip H. Ault, Warren K. Agee, Glen T. Cameron, Public Relations:
Strategies and Tactics, Belgrade, Center for Publishing Department of Economics, University of
Belgrade, 2006;
 Jefkins, Frank Public Relations, London, First publishing,1992;

52. 51
DRAFT
21. ANNEXES
Annex 1 – Sectoralinformationprovision / communicators in various
negotiation chapters
Bearing in mind that this Strategy defines a sectoral approach, a particular role is reserved for
PR departments in ministries/institutions and the negotiation structure. This annex defines
communicators in various chapters.
Each of the communicators is required to align all the messages with this streategy. Unit for PR
and Communication Support to Integration Processes at the MFAEI and the Chief Negotiator’s
Office have a consultative role in defining the key messages.
1) Free movement of goods – Economy Ministry;
2) Freedom of movement for workers – Labour and social welfare Ministry;
3) Right of establishment and freedom to provide services – Economy Ministry
4) Free movement of capital – Finance Ministry
5) Public procurement – Finance Ministry;
6) Company law – Economy Ministry;
7) Intellectual property law – Economy Ministry;
8) Competition policy – Economy Ministry;
9) Financial services – Finance Ministry;
10) Information society and media – Information society and telecommunication Ministry;
11) Agriculture and rural development – Agriculture and rural development Ministry;
12) Food safety, veterinary and phytosanitary policy – Agriculture and rural development
Ministry;
13) Fisheries – Agriculture and rural development Ministry;
14) Transport policy – Transport and maritime affairs Ministry;
15) Energy – Economy Ministry;
16) Taxation – Finance Ministry;
17) Economic and monetary policy – Finance Ministry;
18) Statistics – Finance Ministry /MONSTAT;
19) Social policy and employment – Labour and social welfare Ministry;
20) Enterprise and industrial policy – Economy Ministry;
21) Trans-European networks – Transport and maritime affairs Ministry;
22) Regional policy and coordination of structural instruments – Ministry of Foreign Affairs
and European Integration;
23) Judiciary and fundamental rights – Justice Ministry;
24) Justice, freedom and security – Interior Ministry;
25) Science and research – Science Ministry;
26) Education and culture – Education Ministry;
27) Environment – Sustainable development and tourism Ministry;
28) Consumer and health protection – Economy Ministry /Ministry of Health
29) Customs union- Ministry of Finance
30) External relations- Ministry of Economy
31) Foreign, security and defence policy- Ministry of Foreign Affairs and European
Integration
32) Financial control- Ministry of Finance
33) Financial and budgetary provisions- Ministry of Finance

53. 52
DRAFT
Annex 2 – European Union supportprogrammes
IPA (Instrument for Pre-Accession Assistance) is an EU instrument aimed at providing financial
support to states in aligning to the European policies and standards with the view to meeting the
necessary EU membership criteria.
Through this instrument, the EU has assigned to Montenegro 245 million EUR of financial
grants for implementing national IPA programmes in the period 2007-2013.
Instrument for Pre-Accession Assistance for 2007-2013, which was planned within the EU
seven-year financial perspective, contains five components:
1. Support for transition and institution-building,
2. Cross-border cooperation,
3. Regional development,
4. Human resources development,
5. Rural development.
At this stage, Montenegro is using the support within the first two IPA components, which are
still managed in a centralised way by the EU Delegation in Podgorica.
Component I
IPA Component I provides support in transition, legislation alignment with the EU acquis, and
institution-building. It is available to candidate countries and potential candidates.
Within the IPA Component I programmes for 2007-2013, the European Commission granted
over 165 million EUR in 102 national projects. National co-financing amounted to over 100
million EUR.
Twinning
Twinning is intended to provide support to candidates and potential candidates in the area of
developing administrative capacity, legislation alignment with the acquis, and adopting EU best
practices and policies. Montenegro has been using the Twinning projects since 2007.
PPF/SMF
In addition to individual projects intended for clearly defined users, annual financial agreements
define the support provided through PPF/SMF (Project preparation facility/Support Measures
Facility) instruments 2011-2013, i.e. measures from the IPA reserve list.
European Union programmes
Montenegro currently participates in seven European Union programmes for which a partial
refund for annual participation is offered.
Multi-beneficiary IPA – MB IPA

54. 53
DRAFT
In addition to national IPA projects, Montenegro participates in several Multi-beneficiary IPA
cross-border projects of great regional importance, which aim to help multiple countries at the
same time achieving cost-effectiveness and efficiency in implementation.
Western Balkans Investment Framework
The objective of this instrument is to create greater synergy between donors and investors in
order to allow for a more efficient use by beneficiary countries of the funds made available
through international financial organisations loans.
TAIEX
The objective of TAIEX is to offer short-term technical assistance to new member-states,
enlargement countries, candidate states, and public administrations in the Western Balkan
countries, in accordance with the overarching goals of the European Commission in the area of
harmonisation and implementation of EU legislation.
Component II
The IPA Component II offers support to candidates and potential candidates in developing and
improving regional and cross-border cooperation, with the view to promoting good neighbourly
relations, stability and prosperity in regions, and helping people connect in border areas by
cooperating in projects aimed at encouraging a balanced and sustainable development of
border regions.
Montenegro participates in eight programmes: five bilateral (with Albania, Bosnia and
Herzegovina, Croatia, Kosovo8
, and Serbia); IPA Adriatic CBC, and two trans-national
programmes – South East Europe (SEE) and Mediterranean Programme (MED).
Component III
Support within IPA Component III is related to the area of regional development, i.e. activities
within the area of environmental protection, sustainable development, and transport.
On 29 March 2012 the Government of Montenegro adopted the final drafts of the Strategic
Coherence Framework (SCF) and Operational Programme (OP) for Component III, whereas the
European Commission adopted the OP on 26 October 2012.
OP for Component III envisages EU financial support of 22.235.679 EUR, whereas the national
co-funding will amount to 3.923.945 EUR.
Component IV
IPA Component IV envisages support in the area of human resources development:
employment, education, science and research, social development.
8
This designation is withoutprejudice to positions on status, and is in line with UNSC 1244 and the ICJ Opinion on
the Kosovo declaration of independence.

55. 54
DRAFT
On 29 March 2012 the Government of Montenegro adopted the final drafts of the Strategic
Coherence Framework (SCF) and Operational Programme (OP) for Component III and IV. In
October 2012, the European Commission adopted the OP “Human Resources Development
2012-2013,” and in December 2012 the SCF 2012-2013. Final version of the Operational
Identification Forms was drafted by the Operational Structure for IPA Component IV, and
delivered to the Commission on 23 October 2013 for official confirmation.
Operational Programme for Component IV envisages EU financial support of 5.583.000 EUR,
whereas the national co-funding will amount to 985.240 EUR.
Component V
By becoming and EU membership candidate, Montenegro gained right to be an IPA Component
V beneficiary. Candidate status does not mean being automatically entitled to the available
funds, but the country rather needs to meet certain preconditions related to the drafting of
strategic and programme documents for this component, as well as the requirements for
receiving accreditation for decentralised management of the funds.
Having in mind the fact that the Financial Perspective 2014-2020 will bring certain changes
related to accreditation for Component V, a decision has been made to delay the accreditation
process and to direct the funds for 2012 and 2013 amounting to 10.5 million EUR from
Component V to Component I.
IPA II (2014-2020)
Ministry of Foreign Affairs and European Integration, in cooperation with line ministries and EU
Delegation to Montenegro, has started the process of strategic financial planning of funds that
will be available to Montenegro in the IPA 2014-2020 (IPA II).
The key document that will define national priorities for IPA II support – Montenegro Strategic
Document – has defined nine priority sectors: 1) Governance and public administration reform;
2) Justice and home affairs, and fundamental rights; 3) Environment; 4) Transport; 5) Energy; 6)
Competition and innovation; 7) Employment, social policy, and human resources development;
8) Agriculture and rural development; 9) Cross-border and territorial cooperation.
Within the new financial perspective, Montenegro will participate in nine cross-border and trans-
national programmes: four bilateral (with Albania, Bosnia and Herzegovina, Croatia, Kosovo9
,
and Serbia), two trilateral (Croatia – Bosnia and Herzegovina – Montenegro and Italy – Albania
– Montenegro), and three trans-national programmes (Danube, MED, and Adriatic-Ionian
Programme).
According to the European Commission indications, IPA II support for national programmes in
Montenegro will amount to approx. 35 million EUR annually.
9
This designation is withoutprejudice to positions on status, and is in line with UNSC 1244 and the ICJ Opinion on
the Kosovo declaration of independence.

56. 55
DRAFT
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